Change Management e Project Management - AIEA · Change Management e Project Management Intervento...
Transcript of Change Management e Project Management - AIEA · Change Management e Project Management Intervento...
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Versione per TN AIEA 25 SET 2015
Change Management e Project Management
Intervento nell’ambito della Sessione di Studio dedicata al tema «Governare il Cambiamento»
Trento, 25 Settembre 2015
Relatore: Maria Cristina Barbero, MBA, PMP, PMI-ACP, SMC® - Director – [email protected]
Sessione di Studio AIEA - BARBERO – Change Management – TN 25 Set 2015
Traccia dell’intervento
Principali trend nel Project Management
Introduzione al Change Management: relazioni con il Project Management
Principali modelli di Change Management: Change Management e Leadership
Governare il Cambiamento: idee e conclusioni
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Sessione di Studio AIEA - BARBERO – Change Management – TN 25 Set 2015
Traccia dell’intervento
Project Manager & Consultant Graduated in Mathematics
Nexen Business Consultants since 2005
BU Change and IT Strategy
Leads a team of 35 consultants
Engaged in supporting IT organizations
Background as system developer
Professor of Project Management at UNIPD
Trainer of 380 Italian PMPs
PMI-ACP, Scrum Master Certified
Maria Cristina Barbero
Sessione di Studio AIEA - BARBERO – Change Management – TN 25 Set 2015
“We are living in a project economy, which means that an increasing share of our gross national product and an increasing share of our time are spent financing and enacting projects in all kinds of industries”
Project Management Journal - MAY 2013 – From the EditorHans Georg Gemünden, Dr. rer. oec. habil., Chair for Technology and
Innovation Management, Technische Universität Berlin, Berlin, Germany
“My colleagues call this trend a projectificationof society.”
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Sessione di Studio AIEA - BARBERO – Change Management – TN 25 Set 2015
La disciplina di Project Management (Guides)
A Guide to the PROJECT MANAGEMENT BODY OF
KNOWLEDGE
PMBOK® GUIDE
Project Management Institute
www.pmi.org
Managing Successful Projects
with PRINCE2™
Published by TSO (The Stationery
Office) and available from:
www.tsoshop.co.uk
On behalf of the Office of Government Commerce
ICB
IPMA Competence Baseline
Version 3.0
Published by IPMA International Project
Management Association
http://www.ipma.ch
Sessione di Studio AIEA - BARBERO – Change Management – TN 25 Set 2015
La disciplina di Project Management (riferimenti)
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Sessione di Studio AIEA - BARBERO – Change Management – TN 25 Set 2015
La disciplina di Project Management
“Project management is the discipline of carefully projecting or planning, organizing, motivating and controlling resources to achieve specific goals and meet specific success criteria.
The primary challenge of project management is to achieve all of the project goals and objectives while honoring the preconceived constraints. The primary constraints are scope, time, quality and budget”
Wikipedia – What is Project Management
Sessione di Studio AIEA - BARBERO – Change Management – TN 25 Set 2015
La disciplina di Project Management
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Sessione di Studio AIEA - BARBERO – Change Management – TN 25 Set 2015
La disciplina di Project Management: Trend
It’s time for organizations to revisit the fundamentals of project management:
Fully understanding the value of project management
Having actively engaged executive sponsors
Aligning projects to strategy
Developing and maintaining project management talent
Establishing a well-aligned and effective PMO (project management office)
Using standardized project management practices throughout the organization
Project Management Institute – Pulse of the Profession 2015
Sessione di Studio AIEA - BARBERO – Change Management – TN 25 Set 2015
Change Management e Project Management
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Sessione di Studio AIEA - BARBERO – Change Management – TN 25 Set 2015
Change Management e Project Management
When a project and program management mindset is embedded into an organization’s DNA, performance improves and competitive advantage accelerates
“All change in an organization happens through projects and programs”
Sessione di Studio AIEA - BARBERO – Change Management – TN 25 Set 2015
In "The Next Evolution - Enhancing and Unifying Project and Change Management: The Emergence One Method for Total Project Success" Thomas L. Jarocki has thoroughly explored the relationship between the project management and change management disciplines. He also examines the tension that frequently exists between technically-focused project managers and the more people-focused change management professionals before going on to provide a fully integrated, comprehensive solution for unifying these two critical disciplines.
Change Management e Project Management
TENDENZA: Affrontare project managemente e organizational change management in modo integrato, CIO PM&CM Offices
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Sessione di Studio AIEA - BARBERO – Change Management – TN 25 Set 2015
Change Management e Project Management: COBIT5/COSO
COSO Committee of Sponsoring Organizations of the Treadway Commission - Enterprise Risk Management – Integrated Framework(2004)
ISACA (www.isaca.org) – COBIT 5 Enabling Processes (2012)
Nessun esplicito riferimento a Change Management, e Project Management !!!
Project Management:
BAI01 Manage Programmes and Projects
Organisational Change Management:
BAI06 Manage Changes
BAI07 Manage Change Acceptance and Transitioning
Sessione di Studio AIEA - BARBERO – Change Management – TN 25 Set 2015
Change Management
« E debbasi considerare come non è cosa più difficile a trattare, né più dubia a riuscire, né più pericolosa a maneggiare, che farsi a capo ad introdurre nuovi ordini.
Perché lo introduttore ha per nimici tutti quelli che delli ordini vecchi fanno bene, et ha tepidi defensori tutti quelli che delli ordini nuovi farebbono bene... »
Niccolò Machiavelli – Il Principe – Cap 6
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Sessione di Studio AIEA - BARBERO – Change Management – TN 25 Set 2015
Change Management: terminologie in uso
improve Dal 1995 Famiglia ISO9001-2-3
run – grow - transform Provenienza: Gartner per classificazione dell’IT Spending
organizational change management Disciplina per supportare
transformation (e growth)
Sessione di Studio AIEA - BARBERO – Change Management – TN 25 Set 2015
Change Management: Leading Change (1996)
What are some specific reasons to change? When the organization is…
Falling behind the competition todayIll-prepared to compete in the futureToo slow to executeQuick to execute but slow to think, strategize, and planToo slow to innovateToo slow or ineffective to integrate M&AsToo “siloed” to collaborate
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Sessione di Studio AIEA - BARBERO – Change Management – TN 25 Set 2015
Change Management: Leading Change (1996)
Sessione di Studio AIEA - BARBERO – Change Management – TN 25 Set 2015
Change Management: Leading Change (1996)The enhanced 8-Step Process
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Sessione di Studio AIEA - BARBERO – Change Management – TN 25 Set 2015
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Sessione di Studio AIEA - BARBERO – Change Management – TN 25 Set 2015
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Sessione di Studio AIEA - BARBERO – Change Management – TN 25 Set 2015
Change Management: Lewin's Model (1950s)
If you have a large cube of ice, but realize that what you want is a cone of ice, what do you do? First you must melt the ice to make it amenable to change (unfreeze). Then you must mold the iced water into the shape you want (change). Finally, you must solidify the new shape (refreeze).
unfreeze change refreeze
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Sessione di Studio AIEA - BARBERO – Change Management – TN 25 Set 2015
Change Management: Lewin's Model (1950s)
unfreeze change refreeze
Determine what needs to change. Survey the organization to understand the current state. Understand why change has to take place.
Ensure there is strong support from upper management. Identify and win the support of key people within the organization. Frame the issue as one of organization-wide importance.
Create the need for change. Create a compelling message as to why change has to occur. Emphasize the "why".
Manage and understand the doubts and concerns. Remain open to employee concerns and address in terms of the
need to change.
Sessione di Studio AIEA - BARBERO – Change Management – TN 25 Set 2015
Change Management: Lewin's Model (1950s)
unfreeze change refreeze
Communicate often. Describe the benefits. Explain exactly the how the changes will effect everyone. Prepare everyone for what is coming
Dispel rumors. Answer questions openly and honestly. Deal with problems immediately. Relate the need for change back to operational necessities
Involve people in the process. Generate short-term wins to reinforce the change. Negotiate with external stakeholders as necessary (such as
employee organizations).
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Sessione di Studio AIEA - BARBERO – Change Management – TN 25 Set 2015
Change Management: Lewin's Model (1950s)
unfreeze change refreeze
Anchor the changes into the culture. Identity what supports the change. Identify barriers to sustaining change
Develop ways to sustain the change. Ensure leadership support. Create a reward system. Establish feedback systems. Adapt the organizational structure as necessary
Provide support and training. Keep everyone informed and supported
Celebrate success!
Sessione di Studio AIEA - BARBERO – Change Management – TN 25 Set 2015
Change Management - New trends – CQ index
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Sessione di Studio AIEA - BARBERO – Change Management – TN 25 Set 2015
Change Management - New trends – CQ index
Sessione di Studio AIEA - BARBERO – Change Management – TN 25 Set 2015
Change Management - New trends – CQ index
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Sessione di Studio AIEA - BARBERO – Change Management – TN 25 Set 2015
Change Management - New trends – CQ index
Sessione di Studio AIEA - BARBERO – Change Management – TN 25 Set 2015
Change Management - New trends – CQ index
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Sessione di Studio AIEA - BARBERO – Change Management – TN 25 Set 2015
Change Management - New trends – Organization Styles
Yves Cavarec - PM Skills
Managing Change In Organizations:One Size Does Not Fit All
Sessione di Studio AIEA - BARBERO – Change Management – TN 25 Set 2015
Change Management - New trends – Organization Styles
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Sessione di Studio AIEA - BARBERO – Change Management – TN 25 Set 2015
Change Management - New trends – Organization Styles
Sessione di Studio AIEA - BARBERO – Change Management – TN 25 Set 2015
Change Management - New trends – Organization Styles
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Sessione di Studio AIEA - BARBERO – Change Management – TN 25 Set 2015
Governare il Cambiamento: idee e conclusioni
Il project management è il braccio operativo del change management: non dimenticare l’importanza della sinergia tra le due discipline (nuovo trend nel PMO)
I passi principai del cambiamento: un forte leadership team ed un approccio a quick wins
Continua comunicazione dei risultati raggiunti e di «dove siamo sulla rotta» in sinergia con il leadership team
Riconoscere le diverse culture organizzative (P, M, H)
Riconoscere i diversi atteggiamenti all’interno dell’organizzazione (Heart, Hands, Head)
Sessione di Studio AIEA - BARBERO – Change Management – TN 25 Set 2015